Ryan Singer: recommendation

Transcript context

…Let me follow up on a couple of the elements. So appetites, I think for any product manager, engineer, designer, anyone that has experienced, "Okay, we estimate this landing page is going to take a couple of weeks. Great, let's work on it," and then it ends up being six weeks can understand why this makes sense. It's just like, "This landing page is not that important to us. Let us just say we will commit two weeks to it. We'll do as much as we can in two weeks and then we move on. And scope is not allowed to go beyond that." Makes total sense. This just makes so much sense as you listen to this, especially for people that have... So much sense as you listen to this, especially for people that have just fallen into the problems of estimates not being accurate. Then there's a six-week element and the key there is your, and this is counter to maybe two-week sprints like Scrum, is that kind of the where this comes? So, actually, it turns out that the six-week is only a maximum and that's really where this number does some work for us. If we think of six weeks as a maximum, that's going to force us to ask some really good questions to ourselves about what piece of this do we really think we can land? Because if you try to say, in six months, we're going to ship this thing, you can't get your arms around all of the problems that have to get solved for an entire six-month chunk of work to actually happen. There are so many unknowns, there are so many ticking time bombs of things that we didn't understand or couldn't foresee, but if we set a ceiling at six weeks, we have a much better chance of, I think that's the size of something where we can actually shape it and surface enough unknowns and reveal that complexity before we're in the middle of it. It doesn't mean that we can't use this technique to do a two-week project, especially if you're on a growth team, you don't want to wait six weeks or, you know what I mean? You're going to have to artificially bundle things together to do six weeks. It's like, look, I've got something I want to ship in the next week and then I've got a thing that might take two weeks after that and then a week after that. So, it's more a question of what we're trying to take on. It's really that upper limit. Okay. So, it could be a two-week cycle and the appetite is-…

Stored transcript either side of the excerpt. The highlighted words are the published quote; the surrounding text is unedited source, never generated.